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| Criterion |  Systems Thinking CATWOE Analysis |  Decision Making Force Field Analysis |  Operations Change Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 45-90 min | 45-90 min | 45-120 min | 2-6 h |
Participantsdifferent | 3-8 | 3-12 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Force Field Map, Change Levers, Risk Notes | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingFramingStakeholders | ChangeDecisionStrategy | ChangeRoot causeTroubleshootingComparison | Systems thinkingRoot causeConstraintsCausality |